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FROM Owen Press Releases: How to Participate in an Insights Lab Study
1. Request an Account


You must first request an account with our online participant management system.  Creating an account will allow you to view a list of available studies, sign up for studies, and provide the research administrator a way to share study updates with you.

Click this link and provide your complete first & last name, a user ID, a valid e-mail address & a phone number. Vanderbilt students and staff must use their Vanderbilt e-mail address. Your User ID can be any combination of letters or numbers, and must not already be in use. Send an e-mail to researchadmin@vanderbilt.edu if you have questions about requesting an account.

To request an account, click here. 

 

2. Log in


Soon after you enter your contact info & click “Request Account,” an e-mail will be sent to you with log-in instructions and a temporary password. Once you log-in you may change your password.

If you have junk mail (spam) filters configured for your email, please configure the filters to accept email from vanderbilt-owen-admin@sona-systems.net, as emails from the system will be sent from that address.

To visit the login page, click here.

 

3. View available studies and sign up


Once you log in, you will see a main screen that allows you to view or sign up for available studies, view or cancel study appointments, and manage your profile settings. After clicking on “View Available Studies,” you can select individual studies to read more information about them and sign up for specific time slots. New time slots can appear, so please check back occasionally.

The post How to Participate in an Insights Lab Study appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Amid coronavirus pandemic, Gallatin-based Servpro expands to offer certified pathogen cleaning
The post Amid coronavirus pandemic, Gallatin-based Servpro expands to offer certified pathogen cleaning appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Top MBAs for Full-Ride Scholarships
The post Top MBAs for Full-Ride Scholarships appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Where Is the MBA Class of 2021 Interning?
Traditionally, rising second-year MBA students spend the summer interning with companies all over the country. While the coronavirus pandemic has interrupted some plans, many Vanderbilt Business MBA students are still on for their internships this summer, though many of the programs will be moving remote.

Browse the map below to discover the companies where the MBA Class of 2021 will be interning, or scroll down to view an alphabetical list of all the companies.

Display a map

 

MBA Class of 2021 Internships

Aether Capital InvestmentsEdward JonesMcKesson Corporation

AllstateExperian HealthMedtronic

Alvarez & MarsalExxonMobilMicrosoft

AmazonEYMTS Health Partners

Amazon Web ServicesGoldman Sachs & CompanyNorthcreek Mezzanine

American AirlinesGoogleOptum

American ExpressHarris WilliamsOptumCare

AmSurgHoulihan LokeyOptumInsight

Anne Arundel Medical CenterHumanaPalo Alto Networks

AT&TInfosysPepsi

Bank of America Merrill LynchInsight Sourcing GroupPricewaterhouseCoopers (PwC)

BlackArch PartnersIntuitive SurgicalPwC

Cain BrothersISG ConsultingRegions Bank

CignaJefferies & CoSunTrust Robinson Humphrey

CitiKimberly-Clark CorporationT-Mobile

DaVitaKPMG ConsultingThe Boston Consulting Group (BCG)

DeloitteLiberty MutualTwitter

Deutsche BankLogicalisUnitedHealth Group

Dimensional Fund AdvisorsM&T BankVMWare

Dollar GeneralMars PetcareWalmart

DXC TechnologyMarsh and McLennan CompaniesWest Monroe Partners

E. & J. Gallo WineryMattel, Inc.Western Digital

ECG Management Consultants

The post Where Is the MBA Class of 2021 Interning? appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Ultimate Career Guide
The post Ultimate Career Guide appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: COVID-19 Insights: Brent Turner (MBA’99)
Across the world, Vanderbilt Business alumni find themselves on different frontlines of the COVID-19 pandemic. In this installment of COVID-19 Insights, Brent Turner (MBA’99) shares his thoughts on the state of supply chains and what he’s learned as a business leader in these challenging times. Brent Turner is the Chief Operating Officer of Rover.com, which operates an online marketplace for people to buy and sell pet care services, including pet sitting, dog boarding, and dog walking.

What is “the gig economy,” and what was the genesis?  How has this market segment been impacted by the current economic environment?

The gig economy generally refers to the set of transactions, typically for services, that happens between consumers and independent service providers or small business owners, facilitated through technology platforms and without the direct intervention of a human intermediary. The reason that the transactions are typically referred to as “gigs” is because these technology platforms provide unprecedented registration availability, access to demand, and schedule flexibility, enabling people with a broad diversity of backgrounds and weekly schedule characteristics to provide services on a part-time basis as supplemental income. To that extent, this is an entirely new “economy” with new and unique characteristics. For example, at a particular point in Rover’s history, customers in specific cities could literally have their dogs walked by (for example) an actor, a nurse, and an NFL football player all in the same week, and all who would take excellent care of the dogs. Because these services very frequently involve direct interactions between people, the impact of COVID on the “gig economy” has been meaningful.

Long term, do you envision the business model for companies operating in the gig economy shifting because of COVID-19?  If so, what specifics would you highlight?

In the near term, I expect the COVID hangover will impact the complexion of demand for gig economy platforms.  For example, I expect restaurant delivery will do quite well in the post-COVID world, as a chunk of the population will be uncomfortable with restaurant environments. More noticeable, lasting changes may come as the result of people figuring out that they are able and/or willing to do more things remotely and via technology, versus in-person, than they appreciated before being forced to do so through stay-at-home orders. Therefore, some players may, for example, accelerate delivery services as a part of their entire mix.

Because Rover is global and each country has its own quarantine orders, have there been challenges specific to these different policies? If so, what have you learned through this that can be applied to business operations post pandemic?

A couple things. First, one of the key challenges of the last couple months has been tracking the various stay-at-home orders, not just across countries, but also across American states and even counties, so that we can keep our community informed. The Rover team has worked cross-functionally to make that happen and has knocked that one out of the park. Second, Rover’s business is impacted both by lack of travel and by people working from home, so we have kept an eye on changing demand levels as various economies have started to reopen. One of the things we may be learning in Europe is that travel has not accelerated very much as specific countries have opened up; it feels like travel industry will actually begin to take off in earnest when agreements land across the EU that enable people to travel from country to country. That insight has been interesting and instructive.

Rover has a strong culture; how has this impacted business operations as you shifted to a work-from-home model, and what learnings can be applied to the broader market?

Overall, we are learning that, once we are forced to figure out ways of working together and staying connected without being in the same room, we are able to do that. Virtual coffees, group trivia nights, virtual scavenger hunts, and permissions to carve out sections of meetings for people just to catch up for a few minutes have all been delightful, unexpected gifts of this period. Further, our culture, which is really enshrined in and upheld by our company values, seems to translate quite well into the virtual environment. But there are limits here. The main aspect of our culture that we love — which is that we have curated a group of people who really do enjoy and receive energy from each other’s — has suffered from being away from each other, and to-date, there doesn’t seem to be an excellent remedy.

The post COVID-19 Insights: Brent Turner (MBA’99) appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Return to Campus: Vanderbilt Owen’s Plan for Fall 2020
The following is a note from Dean M. Eric Johnson.

Owen Faculty, Staff and Students,

Earlier today, Vanderbilt published its plan for the fall semester. Key elements include eliminating fall break for undergraduate students and ending on-campus instruction for the semester before Thanksgiving. You can review the message sent by Incoming Chancellor Diermeier and Provost Wente here.

Professional schools across campus traditionally operate with elements of their own unique schedule while maintaining the University cadence. That will be true again this year.

Here is Owen’s plan for the fall:

  • We will begin on-campus instruction for Mod 1 (day programs) on August 17, as originally planned. Individual programs will have various orientation events and pre-mod course instruction before August 17 – these will largely be held on-line. Please watch for program-specific scheduling for new and returning students that will be published closer to the Mod 1 start date.
  • We will compress the Mod 1 final exam period and the transition between Mods 1 and 2; there will be no fall break. Students should not plan to leave the Nashville area during that transition.
  • Like the university, we will not return to on-campus instruction after Thanksgiving. Depending on the course, classes may be held on-campus through Tuesday, November 24. After Thanksgiving, courses will hold on-line instruction, review, and finals based on their respective syllabi. Mod 2 finals will be completed by December 12.
  • The current plan is to return to on-campus instruction with the start of Mod 3 in January.
As we look forward, every one of us will need to fully commit to protecting our collective health and wellbeing as much as possible and play our individual parts in managing the spread of the virus. At the core of our efforts is prevention of infection. Public health protocols – including symptom monitoring and temperature checks, mandatory face masks/coverings, public hand sanitizer stations, and physical distancing – will be in place. We will ask all students who return to campus to sign an acknowledgment of such protocols.

We are all excited to get back to campus this fall. Owen’s personal-scale approach thrives on in-person experiences. Those experiences will be very different this year – both for course work and co-curricular activities such as recruiting, special speakers, and more.  All Owen courses will offer remote delivery for students who need it. In-person experiences will consider the safety of students, faculty, and staff and be subject to University protocols.

Owen faculty are working hard to design courses that leverage technology to deliver elements of the material while offering in-person interaction in places where it enhances the overall experience. The balance of this flexible learning approach will vary from class to class according to the material and pedagogy. Our promise is to deliver the best educational experience while keeping everyone’s safety in mind. As we have additional information to share, we will pass it along to the community. Please contact the Dean’s Office with any questions at owen.officeofthedean@vanderbilt.edu.

I look forward to welcoming everyone back to Owen in August!

Eric

The post Return to Campus: Vanderbilt Owen’s Plan for Fall 2020 appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: EMBA Students Help the Sounds Develop Data-Driven Marketing Through Capstone Project

Nashville Sounds Capstone Team

The world of minor league baseball looks very different than it did when Executive MBA student Scooter Kramer and his capstone team began their project for the Nashville Sounds in January 2020. Kramer, a self-proclaimed data nerd and one-time baseball intern, thought that they would simply be developing strategies that the Sounds could leverage in the upcoming season.

“They had a ton of customer data and sales data that they hadn’t had the bandwidth to work through,” Kramer recalled. “With my background in analytics, I got really excited about what all we could do.”

When social distancing guidelines marked a massive delay — and potential cancellation — of the Sounds’ season, the capstone took on new importance. Nashville’s minor league baseball team needed simple, actionable outcomes that they could apply upon reopening to optimize the customer experience and connect with new audiences.

The Origins

Kramer had connections with Adam Nuse, the Sounds’ general manager and COO, through a charity board where they both served and his previous work with Major League Baseball teams. His background in baseball and analytics inspired Kramer to propose the project in late 2019. “Adam was more than willing to work with us,” he said.

The proposed capstone centered around data from the Sounds’ ticket sales, but also compared their marketing practices with those of other successful minor league teams. Kramer and the rest of the capstone group used the data to improve the Sounds’ dynamic ticket pricing and recommend some targeted marketing approaches.

“It’s really important to us to stay connected to fans rights now and create an improved, more customized experience for them when they can attend games again,” Nuse said. “This project has set us on a great road to do just that.”

The Project

The EMBA capstone team — which also included Emily Deal, Brian Martin, Ian Morrison, and Anna Myint — built a predictive regression model that anticipates what attendance should be based on the day of the week, the time of the game, and weather reports. The model helps the Sounds better staff the stadium for an improved fan experience and make strategic ticketing price decisions.

“We knew you want to price tickets lower for a game on a rainy Tuesday than a sunny Saturday afternoon,” Kramer said. “But what was surprising is that we found if the weather report predicted rain — even if it doesn’t rain — that affects attendance.”

They also discovered that neither give-away promotions nor conflicts with major events like the CMAs or Predator playoff games had much effect on attendance. This suggests that the Sounds’ have a strong fan base with a specific interest in baseball. The capstone team used that information, along with some benchmarking, to recommend a broader range of season passes.

“The Sounds’ smallest season ticket package is an 18-game package, and a lot of their attendees fall in the three to six game range,” Kramer said. “Offering a ballpark pass subscription for unlimited ‘standing room only’ tickets or a six-game season pass is a great way to boost attendance in a loyal audience.”

The capstone team also made recommendations about the Sounds’ email marketing. Kramer notes that capstone team member Morrison, who is also Vanderbilt University’s assistant vice chancellor for strategic communications, contributed key insights about simplifying emails and creating customer personas. The team coupled these practices with the data to propose customized email experiences.

“If we bring together data on ticketing information and zip code, we can build some broad generalizations about the kind of emails that appeal to people,” Kramer said. “You might send a family deal to a mom in Mt. Juliet or a drink discount to a recent graduate in the Gulch.”

Benchmarking how other teams stay in touch with fans amidst season shutdowns also became a focus over the course of the project. Deal’s research found that teams do everything from calling customers just to “check in” to highlighting local sponsor companies on social media. This research also examined the impact of reassessing business models during slow periods like the pandemic. Nuse says the Sounds are considering the full array of recommendations from the project.

“We’d like to be playing baseball, but at least we’re taking this time to evaluate our business,” Nuse said. “We have a one-year hiatus to look at what kind of things we really want to adopt but have never had time to. This project can give us some extra direction on that.”

The post EMBA Students Help the Sounds Develop Data-Driven Marketing Through Capstone Project appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: ‘An absolute gift’: Southwest flight attendant, American Airlines CEO have emotional racism talk at 30,000 feet
The post ‘An absolute gift’: Southwest flight attendant, American Airlines CEO have emotional racism talk at 30,000 feet appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Protected: Committee and Taskforce Updates


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FROM Owen Press Releases: Protected: Equity, Diversity, and Inclusion Resources at Vanderbilt


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FROM Owen Press Releases: Protected: Committee and Taskforce Updates: Equity, Diversity, and Inclusion


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FROM Owen Press Releases: Community Stories at Vanderbilt
The post Community Stories at Vanderbilt appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Vanderbilt professor shares history of Juneteenth and its significance today
The post Vanderbilt professor shares history of Juneteenth and its significance today appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: COVID-19 Insights: Tom Plath (MBA’91)
Across the world, Vanderbilt Business alumni find themselves on different frontlines of the COVID-19 pandemic. In this installment of COVID-19 Insights, Tom Plath, SVP HR and Global Citizenship at International Paper, discusses team productivity in remote settings and offers guidance to managers and executives operating in a distanced work environment.

[b]How do you effectively keep teams productive in remote settings?[/b]

Of the approximately 50,000 people at International Paper, about 40,000 are going in to work in our facilities, because we are an essential industry operating 24-7, 365 days a year. So, the largest challenge we met was to give them the capability to work safely in proximity to one another and exercise social distancing.

For the rest of our workforce, we have provided conventional tools such as video conferencing. Their success, however, comes from knowing the company well, understanding the expectations, and living our culture of collaboration. You can have all the tools in the world, but those are superficial if you don’t also have people committed to work and to their teammates. Because of this, we have been very effective, with the great majority of work being done at the same level as it was in an office setting.

[b]What is a lesson you have learned from remote work, and how will IP look to apply this for future operations?[/b]

We have surprised ourselves with how well our managers are managing. I don’t think the role of managers in this environment has received enough attention. Our managers quickly figured out how to provide feedback, offer care, and build esprit de corps using the tools available.

I have also learned that video technology has several significant shortcomings. A video meeting is a challenging place to disagree. It is tough to debate, plan, or decide on a path forward around contentious topics, because you can’t work off one another and use inputs like body language effectively. So, while we will likely have more flexibility moving forward, we continue to see real value in people working together in person.

[b]What advice would you offer managers in working with their teams remotely — what makes an effective leader?[/b]

While the tactics of being a manager are currently different, the rationale and motivations remain the same. Effective managers already understand the importance of communication and listening and that, right now, this just needs to be deployed differently.

There are a lot of people trying to tell you what “best practice” looks like. I would hesitate to say a one-size-fits-all approach applies; leaders have to figure this out for themselves. To me, best practice is having a one-on-one conversation about how you and I work together and being agile and responsive.

[b]What guidance or learnings can you share with other C-Suite and HR leaders?[/b]

People who are listening, learning, and trying new things right now are seeing success. Our HR leaders are out talking to people and applying the technique they always have — to create relationships before you get into a crisis. Senior leaders willing to accept that the method has to change but not the motivation are succeeding right now.

I have also learned that there is no substitute for face-to-face human interaction. I was able to have four or five conversations this week, and I realized how much I missed it! It was amazing to notice how many cues you use to navigate conversations. As we come out of this, we should all pay attention to which cues feel new, because that is where we can recognize there was a gap and become better communicators.

The post [url=https://business.vanderbilt.edu/news/2020/06/23/covid-19-insights-tom-plath-mba91/]COVID-19 Insights: Tom Plath (MBA’91)[/url] appeared first on [url=https://business.vanderbilt.edu]Vanderbilt Business School[/url].
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FROM Owen Press Releases: Future Partners: Owen School Supporters Commit More than $13 Million Toward Management Hall Renovation and Expansion
The post Future Partners: Owen School Supporters Commit More than $13 Million Toward Management Hall Renovation and Expansion appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: MMHC Capstone Establishes an Industry Trend Away from Fourth-Quarter Case Loading
It’s a known cycle in the field of medicine: Elective procedures tick up toward the end of the year because patients have met their deductibles. But this trend didn’t hold true for United Surgical Partners International in 2018. The network ambulatory services providers noticed that elective surgeries across their 400 national facilities did not gain their usual highs at the end of the year, and elective cases the following January were not nearly as low as usual either.

USPI brought the phenomenon to Vanderbilt’s Master of Management in Health Care program as a capstone project. USPI hoped to discover whether they were seeing a shift in the industry, and, if so, why. From January through the end of the program in the fall, MMHC students work in teams of 4-5 people on projects for healthcare organizations, from ideation to implementation. The capstone gives students the opportunity to apply their classroom knowledge to the real world, while healthcare organizations benefit from student’s perspectives and consulting recommendations.

The project seemed like the perfect professional complement for Sam Rossman, CEO at a surgical hospital in Houston, TX that operates under the USPI umbrella. “At first I thought, ‘This is what I deal with all the time,’ but it ended up taking on new meaning when we put it all together with larger demographic shifts,” Rossman said. “I’m not sure I would have sought out the macro standpoint and understood the shift in healthcare that will affect us all without it being my capstone.”

The Origins


Sam Rossman

When patients opt to pursue elective procedures, and how many pursue them at any given time, has substantial implications for the way that healthcare professionals operate their organizations. In the past, one of the standard practices has been to load the final months of the year with patients on commercial plans and the first months with Medicare patients to balance patient needs and cash flow.

USPI serves upwards of 3.4 million patients annually across all its surgical centers, and in the final quarter of 2018 they saw a material shift in patient load from previous years. Though USPI entails a large data set, the company needed to look outside their numbers to understand if they were seeing an industry trend.

“Other health systems were seeing a similar movement in case load,” Rossman said. “There are a lot of possible reasons for this shift, and if anyone could definitely solve the riddle, they’d be counting their millions.”

The Project

Rossman’s capstone team approached the large scope of the project by comparing the most likely factors for the shift against third-party data not associated with USPI. One of the key elements affecting the case load was patient demographics.

“The baby boomer generation is rolling onto Medicare, and that effect is quite amazing,” Rossman said. “According to a study we found from Politico, the Medicare-age population is going to grow at an annual average rate of 2 percent over the next 10 years.”

The working-age population, which supports Medicare, will only grow 5 percent on the same timeline, according to the study. This trend affects healthcare providers across the board, as it challenges the viability of the Medicare model.

“Common procedures like total hip and knee replacements are being approved to go to different kinds of centers to help reduce liability and help healthcare institutions remain solvent,” Rossman said.

The capstone team also found that both patients and employers are becoming savvier about managing high-deductible commercial insurance plans. Insurance providers and employers are shifting the renewal dates away from the traditional calendar.

“People seek surgical encounters whenever the funds open to them,” Rossman said. “In order to know whether the caseload shift was truly due to these renewal shifts or patient budgeting, we’d have to dig into each patient’s deductible amount at the time they chose to do the surgery.”

The limits of the capstone prevented Rossman and his classmates from delving that deeply into the data, but they were able to establish that the caseload shift is an industry trend that’s here to stay.

Armed with this information, USPI was prepared for lower-than-usual patients loads in the third quarter of 2019 and high-than-usual loads in the first quarter of 2020. “When it came time to do their budgeting projections, they definitely validated this shifting of cases,” Rossman said.

The post MMHC Capstone Establishes an Industry Trend Away from Fourth-Quarter Case Loading appeared first on Vanderbilt Business School.
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